Print Page  |  Sign In  |  Register
LeadingAge NC News
Blog Home All Blogs
Search all posts for:   

 

View all (191) posts »
 

Inclusion Insights November 2018

Posted By Jennifer Gill, Friday, November 9, 2018
Updated: Friday, November 9, 2018


November 9, 2018

Welcome to the tenth edition of Inclusion Insights, a regular publication of LeadingAge North Carolina highlighting trends, practices, and news related to inclusion and diversity issues in aging services. We welcome your feedback, questions, and ideas.


Creating an Inclusive Culture

Change Starts At The Top: How Leaders Can Foster A Culture Of Inclusion
November 6, 2018, Forbes

No matter how many diversity training and inclusion programs are incorporated into the organization, all efforts will crumble without support from senior leaders. Research indicates that diversity and inclusion initiatives are exponentially more effective when they are championed from the top of the organization. How can organizational leaders create a culture of inclusion and foster a sense of belonging for all employees?

Two Powerful Ways Managers Can Curb Implicit Biases
October 1, 2018, Harvard Business Review

Many managers want to be more inclusive. They recognize the value of inclusion and diversity and believe it’s the right thing to aspire to. But they don’t know how to get there. ( . . . ) Based on [the authors'] work at the Stanford Women’s Leadership Lab, helping organizations across many industries become more diverse and inclusive, [their] research shows there are two, small — but more powerful — ways managers can block bias... Read more.

Why Hiring "Diverse" Talent Won't Always Lead To Inclusion
November 1, 2018, Forbes

There is no doubt that hiring diverse talent is part of the remedy, but it is still not the full solution if we are trying to work towards inclusion. The real fact is that while companies may be trying to hire more diverse talent, their structures and company culture [are] not set up for it. Read more.

How Managers Can Make Casual Networking Events More Inclusive
October 22, 2018, Harvard Business Review

[A] few networking events ( . . . ) with like-minded colleagues isn’t so bad, right? Unfortunately, these seemingly innocuous meetings can have consequences, and most of them fall on the careers of employees from underrepresented backgrounds. ( . . . ) Part of the solution is to invite people from underrepresented backgrounds to these kinds of events. ( . . . ) A good first step for managers is to master the practices based on interviews [the author] conducted.



Diversifying Leadership

Nonprofit Leadership: How to Create a Diverse Pipeline to the Top
September 21, 2018, Forbes

[B]oth nonprofit and for-profit leaders and boards of directors need to be intentional in attracting, building and retaining talent in these underrepresented populations. ( . . . ) If every executive took one woman or person of color, mentored and encouraged them to move up within the company or seek higher levels outside of the company, we would see gradual but significant improvement. We can accomplish this by doing three things... Read more.

Fixing the Gender Imbalance in Healthcare Leadership
October 1, 2018, Harvard Business Review

Currently in the US, only 3% of healthcare CEOs are women, 6% are department chairs, 9% are division chiefs, and 3% are serving as chief medical officers. This is despite women comprising 80% of the healthcare workforce and evidence that having women in upper management and on corporate boards is associated with improved financial performance and enhanced accountability. [The author] highlight[s] four priority areas for organizations seeking to systematically improve the promotion of women.

Why Companies Should Add Class to their Diversity Discussions
September 5, 2018, Harvard Business Review

Diversity, equity, and inclusion initiatives should factor in multiple aspects of diversity, such as class and disability, as well as gender and race. Employers who exclude class from discussions about diversity and inclusion risk losing or alienating talented employees. This applies both to class migrant white men who may be excluded from diversity or inclusion initiatives, despite lacking the advantages that their elite counterparts have, and to employees of color, as people of color are more likely than white people to be class migrants.


Strategic Framework

How to Communicate Diversity and Inclusion When You Aren't Quite There Yet
November 2, 2018, Sustainable Brands

[C]ommunicating what you’re doing to address diversity and inclusion is no longer optional — internal and external stakeholders have come to expect it. So, how do you communicate about your efforts regardless of your current situation? How can you shed a positive light on your progress without it coming off as disingenuous or a PR spin? [The author] share[s] five strategies to help any company struggling to communicate this sensitive but important topic.

Commentary: To be an Employer of Choice, you Need a Diversity and Inclusion Strategy
October 24, 2018, Modern Healthcare

Healthcare executives recognize that differences are not always apparent, especially in communities that seem homogeneous. Veterans, women returning to the workforce, members of the LGBTQ community and people with disabilities are among the diverse constituencies with varied needs and desires as employees, patients and vendors. Just as employee surveys across all departments and salary levels reveal staff concerns about issues like scheduling or night-time parking, ongoing attention to inclusion will indicate ways to be more culturally responsive. Perhaps the cafeteria food should include more choices that fit Hindu or Muslim dietary observances. Or Latino staff may request a Hispanic business resource group be established. Read more.


Resources

LeadingAge North Carolina | 222 N. Person Street, Raleigh, NC 27601
919-571-8333 | info@leadingagenc.org | www.leadingagenc.org



This post has not been tagged.

Share |
Permalink | Comments (0)
 
Sign In


Calendar

1/9/2019
PDPM: Effective Systems and Coding of Section GG

2/6/2019
Phase 3: Implementing an effective SNF Compliance & Ethics Program

3/6/2019
SNF Quali Reporting (QRP) and SNF Value Based Purchasing (VBP) Programs

4/3/2019
PDPM: Developing ICD.10 Expertise for Effective Coding of Clinical Categories & Non-Therapy

5/1/2019
Phase 3: Implementing Successful Staff Training & Competency Programs

LeadingAge NC News
Featured Members